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<h3>Understanding Inefficiencies in Small and Medium Businesses</h3>Small and Medium Businesses (SMBs) often operate with limited resources, making the identification and elimination of inefficiencies crucial for growth. These inefficiencies can often be subtle, hiding in plain sight and gradually eroding profitability and productivity.While every SMB faces its unique challenges, certain common inefficiencies can be found across various industries. Addressing these issues requires a keen eye and a commitment to continuous improvement.<h3>Identifying Common Inefficiencies</h3>One of the first steps in tackling inefficiencies is identifying where they occur. Common areas include:<ul><li>Communication Breakdowns: Miscommunication can lead to errors and delays.</li><li>Redundant Processes: Unnecessary steps in workflows can slow down operations.</li><li>Underutilized Technology: Not leveraging available technology effectively can hinder productivity.</li></ul><h3>Streamlining Processes</h3>Streamlining processes can significantly enhance efficiency. Start by mapping out existing workflows and identifying unnecessary steps. Involve team members in this process to gain insights into potential improvements and foster a culture of collaboration.Consider adopting lean management principles, which focus on maximizing value by minimizing waste. This approach encourages continuous feedback and iterative improvements.<figure id="figure-6wtd72wytpmkk6rtw2"><img id="6wtd72wytpmkk6rtw2" src="https://media.gettyimages.com/id/2200128716/photo/ai-powers-big-data-analysis-and-automation-workflows-showcasing-neural-networks-and-data.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=jHsLIgpAOxKQ6mBlb4rEoGxZsBaFQqL7HyBg0lAk8J8=" alt="workflow optimization" class="object-cover bg-gray-100" style="aspect-ratio: 16/9;" data-mce-src="https://media.gettyimages.com/id/2200128716/photo/ai-powers-big-data-analysis-and-automation-workflows-showcasing-neural-networks-and-data.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=jHsLIgpAOxKQ6mBlb4rEoGxZsBaFQqL7HyBg0lAk8J8=" data-mce-style="aspect-ratio: 16/9;"></figure><h3>Leveraging Technology</h3>Technology can be a powerful ally in combating inefficiencies. From project management software to automated billing, the right tools can save time and reduce human error. Regularly assess your current technology stack to ensure it aligns with your business needs.Training employees to use these tools effectively is equally important. Invest in training programs to ensure your team is fully equipped to utilize technology to its fullest potential.<h3>Fostering a Culture of Continuous Improvement</h3>Creating a culture that embraces continuous improvement is key to long-term success. Encourage employees to suggest improvements and reward innovative ideas. Regularly review processes and performance metrics to identify areas for improvement.Implementing a feedback loop where employees can share insights and suggestions can lead to significant breakthroughs. This not only boosts morale but also empowers employees to take ownership of their work.<h3>Measuring Success and Making Adjustments</h3>To ensure your efforts are yielding results, establish clear metrics to measure success. Regularly analyze these metrics to gauge the effectiveness of implemented changes. Be prepared to make adjustments as needed, always with an eye toward further optimization.By addressing hidden inefficiencies and fostering a culture of continuous improvement, SMBs can enhance productivity, reduce costs, and drive growth. It's a journey that requires commitment, but the rewards are well worth the effort.--- Insights from Anwer Qureishi, Thought Leader &amp; Entrepreneur Ready to accelerate growth? <a data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" data-mce-selected="inline-boundary">Schedule a Consultation</a> with Anwer Qureishi, Founder, Q&amp;S International (ThinkQSi).

The Hidden Inefficiencies in SMBs: A Guide to Continuous Improvement

Understanding the local market dynamics is crucial for mid-market companies looking to expand their footprint in New York. With its diverse economy and competitive landscape, strategic planning becomes essential in navigating this vibrant market. This post delves into key insights that can help businesses thrive in the Big Apple.<figure id="figure-bfjdmw204smmpck0uz"><img id="bfjdmw204smmpck0uz" src="https://media.gettyimages.com/id/2241607679/photo/the-skyline-of-new-york-city-united-states.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=AuLdBKrS0f4HeaNeYUvW3I5eKmVyIuQHKBYXZJmdE0w=" alt="nyc skyline" class="object-cover bg-gray-100" style="aspect-ratio: 16/9;" data-mce-src="https://media.gettyimages.com/id/2241607679/photo/the-skyline-of-new-york-city-united-states.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=AuLdBKrS0f4HeaNeYUvW3I5eKmVyIuQHKBYXZJmdE0w=" data-mce-style="aspect-ratio: 16/9;"></figure><h3>Understanding the New York Market</h3>New York's market is unique, characterized by its fast pace and diversity. It is essential for companies to understand the cultural and economic fabric of the area. The city's economy is driven by sectors such as finance, healthcare, technology, and retail. By focusing on industry-specific trends, mid-market companies can align their strategies to tap into these lucrative opportunities.Moreover, New York is a hub for innovation and entrepreneurship. This environment fosters collaboration and competition, pushing companies to constantly evolve. Mid-market businesses must adopt agile strategies to stay relevant and competitive.<h3>Tailoring Products and Services</h3>To succeed, companies need to tailor their products and services to meet local demands. Understanding consumer behavior is paramount. New Yorkers often prioritize convenience, quality, and sustainability. Businesses should focus on these aspects to gain customer loyalty.Additionally, leveraging local insights to customize marketing campaigns can significantly enhance brand visibility. Utilizing data-driven approaches and local partnerships can lead to more effective outreach and engagement.<h3>Building Strategic Partnerships</h3>Partnerships can be a powerful tool for mid-market companies aiming to penetrate the New York market. Collaborating with local businesses and influencers can provide valuable insights and access to established networks. These partnerships can facilitate market entry and expansion.<figure id="figure-ud642yqtfmmpck0uz"><img id="ud642yqtfmmpck0uz" src="https://media.gettyimages.com/id/2207122081/photo/businessmen-shaking-hands.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=On1iQa-EkD72sx60xw-VQlWWC4xVaw22tfkeZ9nVKf4=" alt="handshake business" class="object-cover bg-gray-100" style="aspect-ratio: 16/9;" data-mce-src="https://media.gettyimages.com/id/2207122081/photo/businessmen-shaking-hands.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=On1iQa-EkD72sx60xw-VQlWWC4xVaw22tfkeZ9nVKf4=" data-mce-style="aspect-ratio: 16/9;"></figure>Furthermore, engaging with local chambers of commerce and industry groups can offer support and resources. These organizations often provide networking opportunities, market research, and advocacy, which can be invaluable for strategic planning.<h3>Leveraging Technology and Innovation</h3>Technology plays a pivotal role in staying competitive in New York's market. Companies should invest in digital transformation to streamline operations and enhance customer experiences. Utilizing cutting-edge technologies such as artificial intelligence and data analytics can offer a competitive edge.Moreover, fostering a culture of innovation within the organization encourages creativity and adaptability. This mindset not only attracts top talent but also enables companies to swiftly respond to market changes and consumer demands.<h3>Navigating Regulatory Challenges</h3>New York's regulatory environment can be complex. Mid-market companies must familiarize themselves with local laws and regulations to ensure compliance. This understanding helps mitigate risks and avoid potential legal issues that could hinder growth.Working with legal advisors who specialize in New York's market can provide invaluable guidance. These experts can help navigate regulatory requirements and offer strategic advice to align business operations with local standards.In conclusion, strategic planning is essential for mid-market companies aiming to succeed in New York. By understanding the local market, tailoring their offerings, building partnerships, leveraging technology, and navigating regulations, businesses can position themselves for sustainable growth in this dynamic environment.--- Insights from Anwer Qureishi, Thought Leader &amp; Entrepreneur Ready to accelerate growth? <a data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi">Schedule a Consultation </a>with Anwer Qureishi, Founder, Q&amp;S International (ThinkQSi).

Local Market Insights: Strategic Planning for Mid-Market Companies in NY

Every year, International Women’s Day invites the world to pause and reflect on the progress made toward equality and the work that still lies ahead. The 2026 theme, “Rights. Justice. Action. For All Women and Girls,” is a reminder that progress is not built through slogans or symbolic gestures. Real change happens when systems evolve, opportunities expand, and barriers that once limited talent are deliberately removed.Women have never simply participated in progress. They have been architects of it. Across industries, cultures, and generations, women have built businesses, led organizations, and transformed communities through persistence, creativity, and courage. Their leadership is not only shaping companies and markets; it is strengthening families, communities, and the next generation of innovators who will inherit the future they help create today.For women entrepreneurs in particular, the act of building something from nothing is an act of courage. Starting a company, leading a team, or carrying a vision forward requires resilience in the face of uncertainty and the discipline to keep moving when the path is unclear. Entrepreneurship demands more than ambition. It requires conviction, adaptability, and the willingness to challenge assumptions about what leadership should look like.When women lead, organizations benefit from broader perspectives, more resilient decision-making, and cultures that value collaboration alongside performance. Economies grow stronger when talent is allowed to flourish without artificial constraints. Communities become more stable when women have access to opportunity, capital, and the authority to shape decisions that affect their lives and the lives of others.<figure id="figure-l23dhy5f9ymmfj32i9"><img id="l23dhy5f9ymmfj32i9" src="https://cdn.durable.co/covers/25lpQBU9bDb7kLKZj4cLg1dTmiEJ4nibOqcnJXCgcXJjpdVwLUkUzwLX9hJTjxKV.png" alt="A reflection of professional women business leaders" title="A reflection of professional women business leaders" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 1/1; object-position: 60% 35%;" data-corners="default" data-aspect="1:1" data-caption="Happy International Womens Day 2026" data-positionX="60%" data-positionY="35%" data-fullWidth="false"/><figcaption class="body-normal text-gray-500 mt-2">Happy International Womens Day 2026</figcaption></figure>The call for rights, justice, and action reflects a simple truth: equality is not achieved through intention alone. It is built through policies, institutions, and leadership that make fairness tangible. Access to education, fair compensation, mentorship, capital, and leadership opportunities are not abstract ideals. They are the mechanisms through which potential becomes impact.At ThinkQSI, we believe progress accelerates when talent is given the space to lead. Organizations thrive when capable people are trusted with responsibility and when leadership reflects the diversity of the world those organizations serve. When women step forward to build companies, challenge outdated systems, and redefine what is possible, they do more than advance their own ambitions. They expand the horizon for everyone who follows.International Women’s Day is not only a celebration. It is also a commitment to action. The work ahead requires leaders who are willing to examine structures, rethink assumptions, and ensure that opportunity is not limited by gender but expanded by merit, capability, and vision.To every woman building a business, leading a team, mentoring the next generation, or quietly reshaping the future through her work: your leadership matters. The progress we see today and the progress still to come will continue to be shaped by women who choose to step forward and build.That is how change happens. That is how progress endures.--- Insights from Anwer Qureishi, Thought Leader &amp; Entrepreneur Ready to accelerate growth? <a data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi">Schedule a Consultation</a> with Anwer Qureishi, Founder, Q&amp;S International (ThinkQSi).

Women as Architects of Progress: Rights, Justice, and Action

This article is the first in a series on operational audits as a strategic tool for risk reduction and enterprise value.<h3>The Hidden I‑9 Risk in Your Onboarding Process</h3>Most employers think their onboarding process is “good enough” until an I‑9 audit proves otherwise. Recent reviews show that roughly three out of four paper I‑9s contain at least one error, and national examples illustrate that a 65–75% error rate can drive potential penalties into the hundreds of thousands or even millions of dollars for larger employers. With 2025 penalty ranges now $288–$2,861 per I‑9 paperwork violation, even a modest number of mistakes can easily translate into five‑figure exposure for small and midsize businesses.​This is not just a technical HR issue. It is a governance, risk, and operational discipline problem.<figure id="figure-h60a0ou0glmkcwgyle"><img id="h60a0ou0glmkcwgyle" src="https://cdn.durable.co/getty/epQCt9UeQIpJp3ePxE6xvidUjaDKMpTDy9SjmRrd9YR5Zg7X0AwYsqEKK1GBvoVS.jpeg" alt="Compliance blue theme" title="Compliance blue theme" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/getty/epQCt9UeQIpJp3ePxE6xvidUjaDKMpTDy9SjmRrd9YR5Zg7X0AwYsqEKK1GBvoVS.jpeg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>Who Owns This Risk? (Hint: Not Just HR)</h3>One of the most dangerous misconceptions in this area is that “HR owns the I‑9 problem.” HR may administer the process, but the risk sits squarely with ownership and executive leadership.<ul><li>Regulators and enforcement agencies do not fine the HR department; they fine the employer entity and, in serious cases, may pursue additional sanctions for repeated or willful violations.​</li><li>Boards, investors, and buyers increasingly treat immigration and I‑9 compliance as part of overall enterprise risk and leadership accountability, not a back‑office detail.​ </li></ul>When executives treat I‑9 compliance as “HR paperwork,” it sends a clear cultural signal: precision and controls are optional. When they treat it as a governance issue, behavior changes.<h3>What I‑9 Sloppiness Reveals About Your Operations</h3>I‑9 errors rarely exist in isolation. In operational audits, a messy I‑9 environment almost always correlates with broader issues:<ul><li>Undocumented or outdated processes If there is no written onboarding procedure or checklist, there are usually other critical processes (payroll changes, terminations, vendor onboarding) that also rely on tribal knowledge. </li><li>Informal handoffs and weak second‑line review When managers “just send paperwork to HR,” there are often no defined checkpoints, no second‑level review, and no clear ownership for quality control in other workflows. </li><li>A “we’ll fix it later” culture If signatures, dates, or documents are routinely “cleaned up later” on I‑9s, the same mindset often appears in contract management, approvals, and financial controls.</li></ul>In other words: if your I‑9 process is sloppy, it is unlikely that this is the only place. It is an indicator light for systemic operational risk.<h3>Why So Many Executives Are Overconfident </h3>Many owners and CEOs are quietly relying on assumptions that do not hold up under scrutiny.<ul><li>“We’ve never been audited.” Enforcement focus is increasing, with I‑9 audits projected in the thousands annually and penalties adjusted upward for inflation. A clean past is not a predictor of a safe future.​ </li><li>“We use E‑Verify.” E‑Verify only checks work authorization status against government databases; it does not fix incomplete I‑9s, missing signatures, late completion, or retention failures.​ </li><li>“Our payroll or HRIS vendor handles this.” Vendors may provide tools and templates, but they do not own your process or your legal exposure. If your staff uses a compliant system in a non‑compliant way, the liability still sits with you.​ </li><li>“We’ve always done it this way and it’s been fine.” Enforcement intensity, fine levels, and expectations for documentation have all changed. Practices that went unnoticed in 2015 may be unacceptable in 2026.​ </li></ul>False confidence is itself a risk factor. It delays investment in controls until the only “audit” that matters is an ICE inspection.<figure id="figure-xljvhpd2zmkcwnan7"><img id="xljvhpd2zmkcwnan7" src="https://cdn.durable.co/blocks/eweZmtL0gSA8yPpJc1jRYfx6VJ30VfZ0ZtUAagrXaW1sPe8WySAEoCytWsaQ6mxd.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/eweZmtL0gSA8yPpJc1jRYfx6VJ30VfZ0ZtUAagrXaW1sPe8WySAEoCytWsaQ6mxd.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>How ICE Turns a Few Bad Forms Into Big Fines</h3>ICE does not just fine the handful of forms that look obviously wrong. It uses a structured, percentage‑based approach that can turn what looks like a minor problem into a material liability.<ul><li>Step 1: Calculate the error rate ICE compares the number of defective I‑9s to the total number reviewed to determine a violation percentage. For example, 17 defective forms out of 100 is a 17% error rate.​ </li><li>Step 2: Map to the fine matrix That percentage is then mapped to a fine matrix where higher error rates result in higher base fines per violation. For 2025, paperwork violations range from $288 to $2,861 per form, with higher tiers triggered by higher percentages and repeat or serious issues.​ </li><li>Step 3: Multiply and adjust ICE multiplies the base amount by the number of violations and then adjusts the total up or down (often by as much as 25%) based on factors such as business size, good‑faith efforts, seriousness, prior history, and whether unauthorized workers are involved.​ </li></ul>This is how a seemingly small number of defective files, say, 16 or 17 folders with missing signatures or incomplete sections can create exposure in the $10,000–$20,000+ range for a smaller employer, and much more for larger organizations.​And ICE is not the only agency that can scrutinize your files - agencies such as the U.S. Department of Labor, the Department of Justice’s Civil Rights Division, and other federal or state regulators can also review HR records and impose consequences for non‑compliance.<h3>Transaction Readiness: The Overlooked I‑9 Landmine</h3>I‑9 hygiene matters long before an enforcement agency shows up. It also matters when:<ul><li>You are being acquired or seeking investment Immigration and I‑9 compliance are now routine parts of due diligence in mergers, acquisitions, and private equity deals. Buyers often review a sample of I‑9s, assess processes, and quantify potential exposure.​ </li><li>You are acquiring another company As a buyer, inherited I‑9 problems can translate into inherited liabilities, workforce disruptions, or required remediation work before or after closing.​ </li><li>You are scaling rapidly Rapid hiring multiplies whatever process you already have—good or bad. A weak I‑9 process at 20 employees becomes a serious liability at 200. </li></ul>In short, I‑9 discipline is part of transaction readiness. Weakness here can delay deals, reduce valuations, or force costly clean‑up under tight timelines.<figure id="figure-ej2zawvfitmkemc36e"><img id="ej2zawvfitmkemc36e" src="https://cdn.durable.co/getty/2bTLDGgswlwLTHXai8l3ccsbHcHxn9mi7S9aVDTM0VDYRBvtBCgJfMDcOyJbWszg.jpeg" alt="Business performance checklist, Businessman using laptop online survey filling out check digital form task, business performance monitoring and evaluation. online survey question form. online exam." title="Business performance checklist, Businessman using laptop online survey filling out check digital form task, business performance monitoring and evaluation. online survey question form. online exam." class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="null" data-positiony="null" data-fullwidth="false" data-mce-src="https://cdn.durable.co/getty/2bTLDGgswlwLTHXai8l3ccsbHcHxn9mi7S9aVDTM0VDYRBvtBCgJfMDcOyJbWszg.jpeg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>A Practical Control System for Onboarding (Built for SMB Reality)</h3>The goal is not perfection; it is a defensible system that materially reduces errors and demonstrates good faith. For small and midsize businesses, a practical structure looks like this.1. Compliance‑driven onboarding checklist Every new hire should trigger a standardized checklist that captures:<ul><li>Federal requirements: Form I‑9, W‑4, and other mandated federal notices and acknowledgments.​ To download the latest version <a href="https://www.uscis.gov/i-9" data-mce-href="https://www.uscis.gov/i-9">visit https://www.uscis.gov/i-9</a> .&nbsp;</li><li>State and county requirements: State‑specific notices, wage statements, tax forms, and local documentation where applicable.​</li><li>Internal requirements: Handbook acknowledgment, confidentiality/IP agreements, policy sign‑offs, and system access requests. </li></ul>This checklist should live both in your HR database and, for paper‑based companies, as a physical cover sheet in each personnel file. It becomes your first line of evidence that you have a structured process.2. Dual review and executive sign‑off A single review is where most organizations fail. A two‑step review materially improves quality and defensibility:<ul><li>First‑level review (pre‑filing) The HR associate or onboarding coordinator completes the I‑9 within the required timelines, verifies documents, and checks the onboarding checklist. They ensure every field is completed, every required signature and date is present, and any document copies are handled consistently with policy. </li><li>Second‑level review (before filing) </li></ul>A more senior leader performs a second check:<ul><li>HR manager in larger organizations. </li><li>Senior manager, controller, or office manager in smaller companies.</li><li>Founder or owner in very small firms. </li></ul>This reviewer initials and dates the checklist or audit log to confirm that all onboarding paperwork including the I‑9 was complete before filing. That signature is a control, not a formality. It creates an audit trail that regulators, buyers, and auditors can follow.3. Documentation discipline as a cultural norm To sustain this:<ul><li>Apply the same documentation rules to every employee, every time.</li><li>Train anyone who might touch the I‑9 process, including backups and managers who may step in during absences.</li><li>Make it clear that “fix it later” is not acceptable for legally sensitive documents. </li></ul>When onboarding is treated like a core control process similar to banking, payroll, or revenue recognition error rates fall and risk becomes manageable.<figure id="figure-1w629q2vilmkem064b"><img id="1w629q2vilmkem064b" src="https://cdn.durable.co/blocks/37wRCS4q2AJPPhAa1vWSM39Rsw05uv5KCaMlAkByfvDpDA8Xlp56sIeuOMCkfPhM.png" alt="US Department of Homeland Security" title="US Department of Homeland Security" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/37wRCS4q2AJPPhAa1vWSM39Rsw05uv5KCaMlAkByfvDpDA8Xlp56sIeuOMCkfPhM.png" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;"></figure><h3>Why Periodic Operational Audits Are Not Optional</h3>Even a well‑designed process will drift. People change roles, shortcuts appear, and exceptions accumulate. Operational audits exist to measure and correct that entropy before regulators or buyers do it for you.<ul><li>Informal spot checks create false reassurance Pulling a couple of random files once in a while often reassures leadership without exposing the real pattern. Given that national error rates hover around 65–75%, a small convenience sample is more likely to hide risk than reveal it.​ </li><li>Structured audits provide real visibility A proper operational audit defines scope, selects a meaningful sample, documents findings, and ties them back to process design. It does not exist to assign blame; it exists to give leadership visibility while there is still time to remediate.​ </li><li>External audits reduce blind spots Independent reviewers bring current regulatory knowledge, objectivity, and distance from internal habits. They can benchmark your error rate, quantify likely exposure using the current fine matrix, and prioritize remediation actions.​ </li></ul>This is not about perfection; it is about being able to show regulators, investors, and buyers that you know your own risk profile and are actively reducing it.<h3>Where ThinkQSI Fits: From First Look to Full Fix</h3>ThinkQSI performs operational audits across the entire company, not just HR and uses I‑9 compliance as one of several lenses into how work really gets done. This article is a guideline; the real value comes from turning insight into action.For most clients, the path looks like this:<ol><li style="list-style-type: none;" data-mce-style="list-style-type: none;"><ol><li>Initial focused audit Start with a targeted review of I‑9s and the onboarding process to quantify error rates, identify patterns, and size the risk. This can often be done on a representative sample without disrupting day‑to‑day operations. </li><li>Clear next‑step roadmap Translate findings into specific next steps: policy updates, checklist design, role clarity, training, and, where appropriate, technology or filing changes. The goal is a prioritized, realistic plan—not a 100‑page report that sits on a shelf. </li><li>Broader operational audit (when appropriate) Because I‑9 sloppiness often signals wider process issues, many organizations then expand the scope to look at adjacent areas: hiring, terminations, approvals, cross‑department handoffs, and data integrity. That is where the real operational risk and value usually sits.​ </li></ol></li></ol>Executives are not expected to solve this alone, and many internal teams simply do not have the time or specialized knowledge to design and test a robust control system on their own. There is no shame in that. It is precisely why firms like ThinkQSI exist.<h3>The Executive Question</h3>At the end of the day, this is not a form problem. It is a leadership problem with operational consequences.You have three practical options:<ol><li style="list-style-type: none;" data-mce-style="list-style-type: none;"><ol><li>Ignore it and hope enforcement or due diligence never looks too closely.</li><li>Ask already‑stretched internal staff to “look at a few files” and assume that’s enough.</li><li>Commission a structured, time‑boxed audit that tells you, with evidence, where you truly stand and what to do next.</li></ol></li></ol>If your next board meeting, lender, buyer, or an ICE inspector asked to see your I‑9s and onboarding process, would you be confident or hoping?If you are not sure, your first action item is simple: run an initial audit. If you have the internal capacity and expertise, do it. If you do not, <a href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi">contact ThinkQSI</a>. The firm has spent many years inside hundreds of companies, building and auditing onboarding and operational processes. The work is about protecting your business and strengthening how it runs before someone else forces the issue.--- Insights from Anwer Qureishi, Thought Leader &amp; Entrepreneur Ready to accelerate growth? <a data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi">Schedule a Consultation</a> with Anwer Qureishi, Founder, Q&amp;S International (ThinkQSi).

Operational Blind Spot #1: Onboarding and I-9s

There’s an old movie I’ve always enjoyed rewatching: Dirty Rotten Scoundrels. On the surface, it’s pure entertainment. Sharp writing, tight pacing, surprises stacked on surprises. Steve Martin and Michael Caine going toe-to-toe as rival con artists on the French Riviera. You laugh, you relax, you think you’re just being entertained.But if you watch it with your eyes open, it’s also a lesson in how systems, roles, incentives, and human behavior actually work. In other words, it’s a sneaky masterclass in operations.I’ve long believed this: we learn from everything we expose ourselves to. Books, conversations, failures, successes, and yes, even movies about scammers. Wisdom doesn’t only come from saints and textbooks. Sometimes it comes from watching how flawed people operate inside a well-designed game.<figure id="figure-x6zvxp0c5gmk4eemin"><img id="x6zvxp0c5gmk4eemin" src="https://cdn.durable.co/blocks/1bYH7kgk9SqfqkKXXHLHJ9EXVcOlYCMn3up1kzIwWmvL6yC6arE8qQ7JIafHuTZY.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/1bYH7kgk9SqfqkKXXHLHJ9EXVcOlYCMn3up1kzIwWmvL6yC6arE8qQ7JIafHuTZY.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>At its core, the film is about two operators with very different styles. Michael Caine’s character is polished, structured, and process-driven. His operation is calm, repeatable, and scalable. He has standards, routines, and a brand. Steve Martin’s character is improvisational, chaotic, and creative. He’s fast, inventive, and unpredictable. He generates attention easily, but his system leaks.From an operations lens, this is the classic tension between structure and creativity. One without the other collapses. Too much structure and you lose adaptability. Too much chaos and nothing compounds.<figure id="figure-irwxsh3y8bmk4ef6x2"><img id="irwxsh3y8bmk4ef6x2" src="https://cdn.durable.co/blocks/2fuktJ5UVM1HfZ4MeDItCmnDMUM9Iot5biVVfewyNY1TucVvWzyXnNcTXloe8KwJ.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/2fuktJ5UVM1HfZ4MeDItCmnDMUM9Iot5biVVfewyNY1TucVvWzyXnNcTXloe8KwJ.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>Then enters the real surprise: the fox. Janet Colgate, played by Glenne Headly. While the two men are busy competing and measuring themselves against each other, she watches. She listens. She adapts. She doesn’t try to dominate the system. She learns it, then quietly reconfigures it.Operationally, she’s the reminder that the most dangerous player is often the one paying attention while everyone else is performing.<figure id="figure-chjcduh6lpmk4efsbd"><img id="chjcduh6lpmk4efsbd" src="https://cdn.durable.co/blocks/21I0loe4q22fZFswdFPu3CJz3OKpyBITw5Mh0r9CfFqpoi9LeXo4q7AlmvXD3xAU.jpg" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/21I0loe4q22fZFswdFPu3CJz3OKpyBITw5Mh0r9CfFqpoi9LeXo4q7AlmvXD3xAU.jpg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>The movie also makes a quiet but important point about credibility. Once trust is established, friction drops. Deals close faster. Explanations shorten. This is true in scams and just as true in legitimate businesses. Credibility is an operational asset. It reduces cost, time, and resistance. Lose it, and every transaction becomes expensive.Another lesson sits in the ending, without giving anything away. Loyalty and teamwork emerge, but not the sentimental kind. This isn’t blind allegiance. It’s professional alignment. People working together because they respect each other’s competence and understand the rules of the game. In operations, this is what real teamwork looks like. Clear roles. Mutual respect. Shared outcomes.The film also warns against a common operational failure: overconfidence. Assuming you’re the smartest person in the room is usually how blind spots form. The best operators assume there’s always something they’re missing. That mindset keeps systems flexible and learning continuous.<figure id="figure-1yxs7d90fbmk4egd1m"><img id="1yxs7d90fbmk4egd1m" src="https://cdn.durable.co/blocks/2dsCC7OaF4NRAxdFTyIZ2tAK3SfeL1MBDgMx1wRWJHlD1lGl1QgVuemeo47EyVdX.png" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/2dsCC7OaF4NRAxdFTyIZ2tAK3SfeL1MBDgMx1wRWJHlD1lGl1QgVuemeo47EyVdX.png" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>What makes this movie such a good teaching tool is that it doesn’t lecture. It shows. It reminds us that learning isn’t confined to classrooms or business books. Every interaction, every story, every character we encounter has something to teach us if we’re paying attention.Yes, these characters are con artists. No, their ethics aren’t the takeaway. The lesson is awareness. How people build systems. How trust is created or exploited. How structure and improvisation coexist. How teams form. How ego gets in the way.If you train yourself to observe like this, learning becomes constant. Entertainment becomes education. And operations stop being abstract frameworks and start looking like what they really are: human behavior, organized well or poorly.Sometimes wisdom shows up wearing a tuxedo on the French Riviera, cracking jokes, and running a very tight operation.Bonus: Watch it for free with ads, provided by MGM (YouTube).&nbsp;<figure id="figure-n92hoc1jgwmk4eo1cx" class=""><iframe id="n92hoc1jgwmk4eo1cx" src="https://www.youtube.com/embed/c_Kh7jxrlfM" class="w-full bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9;" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen="" data-url="https://youtu.be/c_Kh7jxrlfM?si=7U-5RBZs77LmB3-Z" data-corners="default" data-fullwidth="false" data-mce-src="https://www.youtube.com/embed/c_Kh7jxrlfM" data-mce-style="aspect-ratio: 16/9;"></iframe></figure>--- Insights from Anwer Qureishi, Thought Leader &amp; Entrepreneur Ready to accelerate growth? <a data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi">Schedule a Consultation</a> with Anwer Qureishi, Founder, Q&amp;S International (ThinkQSi).

What a Comedy About Con Artists Can Teach Us About Operations

Reflections on work, identity, and resilience in uncertain timesIf you or someone you love is in between roles right now, this is for you…It’s the end of the year. That strange stretch of time when reflection feels unavoidable and certainty feels farther away than usual.I was watching "The Company Men", half-working, half-thinking, and it landed harder than I expected. Not because it’s dramatic, but because it’s honest. It shows what happens when people who did everything “right” suddenly find themselves without the one thing that anchored their identity: work.<figure id="figure-i9yz73uezrmjuqvmpo"><img id="i9yz73uezrmjuqvmpo" src="https://cdn.durable.co/getty/caQQyj9lUMuSN0nmixmJrtzXj6kqCX7rXa0VrcSVMsxhJqlvPCKTlorY2UCXm2hd.jpeg" alt="Empty Office With Chairs, Cardboard Boxes, Plants, Computers And Other Office Equipments. Moving To New Office Or Bankruptcy Concept" title="Empty Office With Chairs, Cardboard Boxes, Plants, Computers And Other Office Equipments. Moving To New Office Or Bankruptcy Concept" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/getty/caQQyj9lUMuSN0nmixmJrtzXj6kqCX7rXa0VrcSVMsxhJqlvPCKTlorY2UCXm2hd.jpeg" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;"></figure>Many people are living that reality right now.Busy teams. Smart people. Solid resumes. And still, jobs disappearing. Not because of failure, laziness, or lack of effort, but because markets shift, numbers tighten, and decisions get made far from the people affected by them.That gap between effort and outcome is where the real pain sits.<h3>Work, Identity, and the Quiet Loss</h3>The Company Men gets one thing painfully right: job loss is not just about income. It is about identity.​Work gives rhythm to your day, context to conversations, and a simple answer to “What do you do?” When that disappears, people don’t just lose a paycheck; they lose status, routine, and the illusion of control.​This hits mid-career and senior professionals hardest. Experience, once celebrated, suddenly needs to be explained away. Words like overqualified start to show up not as a compliment, but as a coded concern.​<h3>“Overqualified” and the Bias No One Names</h3>Overqualified is rarely about having too many skills. It is usually about fear and misalignment.​When employers say “overqualified,” what they often mean is:<ul><li>You might challenge how things are done.</li><li>You might not stay if something better appears.</li><li>You might cost more than they want to admit.</li><li>You remind them that they, too, are replaceable. </li></ul>Research shows consistent bias against older candidates, even when their qualifications match younger peers. Experience is celebrated, right up until it becomes inconvenient.​<figure id="figure-uearz1kznmmjuqx53i"><img id="uearz1kznmmjuqx53i" src="https://cdn.durable.co/getty/bLfhWnKBrXGWp124RDO86tohnIy5wbHzoZEzmggypKadgd7u2vHqcg0a7oeowYMW.jpeg" alt="There is no place for the red man in the group. Social isolation. Exclusion, discrimination." title="There is no place for the red man in the group. Social isolation. Exclusion, discrimination." class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/getty/bLfhWnKBrXGWp124RDO86tohnIy5wbHzoZEzmggypKadgd7u2vHqcg0a7oeowYMW.jpeg" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;"></figure><h3>A Company Is Not a Family </h3>One of the hardest myths to let go of is the idea that “we’re a family” at work. The Company Men strips that away.​Companies are not families. They are systems. Systems:<ul><li>Optimize for survival and numbers.</li><li>Restructure when conditions change.</li><li>Move on faster than people do. </li></ul>That does not make every leader cruel. It means decent people can still make cold decisions when the system rewards distance over loyalty. Once you internalize that, disappointment becomes data, not betrayal. Data you can use to decide how much of your identity you are willing to tie to any one organization.​<h3>The In‑Between: Where Confidence Erodes or Rebuilds</h3>The most dangerous period is not the layoff itself; it is the space between roles, when structure disappears and shame quietly creeps in.​In that space, two paths tend to appear:<ul><li>Clinging to the old identity and waiting for the world to return to what it was.</li><li>Rebuilding from fundamentals and asking, “Where can I be useful now?” </li></ul>The second path is slower and humbler. It may mean learning new tools, accepting a different title, or starting again at a lower altitude than you expected. But that is where momentum comes back through action, not through waiting.​<h3>Turnaround Comes From Usefulness, Not Titles </h3>Turnarounds in The Company Men don’t come from someone handing titles back. They come when people become useful again in a new way.​People who navigate this season better tend to:<ul><li>Decouple self-worth from job title.</li><li>Trade prestige for learning and relevance.</li><li>Rebuild confidence through small, consistent actions.</li><li>Accept that relevance is not permanent; it must be renewed. </li></ul>Middle age is not the problem. Rigidity is. The market punishes inflexibility more than age itself. Those who adapt who are willing to re-skill, reframe, and re-enter at a different level are the ones who find their footing again.​<h3>Why This Hurts More at Year‑End</h3>Year-end compresses everything. Gratitude mixes with anxiety. Reflection sits next to regret. Even in “good” years, many people wonder if they should have done more.​For those in transition, that weight doubles. Holidays amplify financial pressure, social comparison, and the quiet question: “What does next year even look like?” The Company Men feels heavier in December because it surfaces what many are already carrying: the fear that they are falling behind while the world keeps moving.​<figure id="figure-whlfruyk3mjux7die"><img id="whlfruyk3mjux7die" src="https://cdn.durable.co/getty/15u8UH3i46uTZuRo6nTxv6Tj4mMXRkzT0iOCyTqLBtuMctUWgeaPQITHij28QeMR.jpeg" alt="Man having trouble with computer" title="Man having trouble with computer" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/getty/15u8UH3i46uTZuRo6nTxv6Tj4mMXRkzT0iOCyTqLBtuMctUWgeaPQITHij28QeMR.jpeg" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;"></figure><h3>For Anyone in Between Right Now</h3>If you are between roles right now or walking with someone who is; there are a few truths worth saying clearly:<ul><li>You are not your job.</li><li>You are not your title.</li><li>You are not the last decision someone else made about you. </li></ul>Markets will shift. Companies will restructure. People will move on faster than feels fair. What remains is your capacity to learn, adapt, contribute, and keep going, especially when no one is watching.​Some seasons of life are not about winning the next title. They are about keeping going, protecting your sense of self, and quietly building the skills and relationships that will carry you into the next chapter. Tomorrow really is another day. For many, that is enough to begin again.&nbsp;If you’re navigating this and need a thinking partner, my door is open.--- About "The Company Men": It is a 2010 drama directed by John Wells that looks at what happens when a group of corporate executives lose their jobs and are forced to reexamine their sense of purpose, identity, and place in the world. The film follows these characters as they navigate layoffs, economic uncertainty, and the emotional weight of redefining themselves beyond their careers.--- Insights from Anwer Qureishi, Thought Leader &amp; Entrepreneur Ready to accelerate growth? <a data-mce-href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi" href="https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ3J7RyOVZSPBj351a5O-COqqi8EMvVKM2rZLD0WJMuPbHRzarlsmyDb6pbRbl5WwPA8oMbK4vhi">Schedule a Consultation</a> with Anwer Qureishi, Founder, Q&amp;S International (ThinkQSi).

When the Job Is Gone but the Person Is Still Here

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Q&S International | ThinkQSi is a business advisory, transformation and growth partner committed to turning complexity into clarity.
We help SMBs and mid-market companies uncover hidden inefficiencies, unlock new growth opportunities, and solve the challenges that hold them back.

From manufacturing and healthcare to technology, logistics, and professional services, we bring structure where there’s chaos and strategy where there’s stagnation. Our work spans operational realignment, cash flow optimization, digital transformation, and leadership development—always with a focus on measurable impact.

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Operational Blind Spot #1: Onboarding and I-9s

What a Comedy About Con Artists Can Teach Us About Operat...

When the Job Is Gone but the Person Is Still Here